Up the Junction? Exploiting Knowledge-Based Development Through Supply Chain and SME Cluster Interactions

2010 ◽  
pp. 179-195
Author(s):  
Tim Donnet ◽  
Robyn Keast ◽  
David Pickernell
Keyword(s):  
Business Success ◽  
Network Member ◽  
Management Innovation ◽  
Knowledge Based ◽  
Enterprise Clusters ◽  
Effective Dissemination ◽  
Innovation And Technology ◽  
Types Of Information ◽  
Initial Knowledge ◽  
Network Type

Maximisation of Knowledge-Based Development (KBD) benefits requires effective dissemination and utilisation mechanisms to accompany the initial knowledge creation process. This work highlights the potential for interactions between Supply Chains (SCs) and Small and Medium sized Enterprise Clusters (SMECs), (including via ‘junction’ firms which are members of both networks), to facilitate such effective dissemination and utilisation of knowledge. In both these network types there are firms that readily utilise their relationships and ties for ongoing business success through innovation. The following chapter highlights the potential for such beneficial interactions between SCs and SMECs in key elements of KBD, particularly knowledge management, innovation and technology transfer. Because there has been little focus on the interactions between SCs and SMECs, particularly when firms simultaneously belong to both, this chapter examines the conduits through which information and knowledge can be transferred and utilised. It shows that each network type has its own distinct advantages in the types of information searched for and transferred amongst network member firms. Comparing and contrasting these advantages shows opportunities for both networks to leverage the knowledge sharing strengths of each other, through these ‘junctions’ to address their own weaknesses, allowing implications to be drawn concerning new ways of utilising relationships for mutual network gains.

Career Management in the Knowledge-Based Organizations

2017 ◽  
Vol 7 (2) ◽  
pp. 60-73 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Management Strategy ◽  
Career Management ◽  
Management Innovation ◽  
Knowledge Based ◽  
Career Opportunities ◽  
Strategic Goals ◽  
Organizational Career Management

This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.

Knowledge Infrastructure

2010 ◽  
pp. 102-117 ◽  
Author(s):  
Sujeeva Setunge ◽  
Arun Kumar
Keyword(s):  
Socioeconomic Development ◽  
Research Training ◽  
Critical Issue ◽  
Endogenous Development ◽  
Knowledge Assets ◽  
Technology Knowledge ◽  
Knowledge Based ◽  
Knowledge Infrastructure ◽  
Infrastructure Provision ◽  
Innovation And Technology

Urban infrastructure along the hard forms such as roads, electricity, water and sewers also includes the soft forms such as research, training, innovation and technology. Knowledge and creativity are keys to soft infrastructure and socioeconomic development. Many city administrations around the world adjust their endogenous development strategies increasingly by investing in soft infrastructure and aiming for a knowledge-based development. At this point, the mapping and management of knowledge assets of cities has become a critical issue for promoting creative urban regions. The chapter scrutinizes the relations between knowledge assets and urban infrastructures and examines the management models to improve soft infrastructure provision.

scholarly journals Innovation and Technology Transfer

2001 ◽  
Vol 15 (1) ◽  
pp. 19-23 ◽  
Author(s):  
C.W. Shanley
Keyword(s):  
Technology Transfer ◽  
Business Success ◽  
Lead User ◽  
Innovation And Technology ◽  
Key Factor ◽  
Effective Development ◽  
Innovative Culture ◽  
Minority Report

This paper first addresses the need for innovation as a key factor in business success and longevity. It then challenges the received wisdom that all innovation comes from smaller companies and that large companies are incapable of innovating. Presenting evidence to the contrary, and stressing the importance to large businesses of developing an innovative culture, the author describes some of the more successful ways that larger companies have found to foster innovation – these include the ‘10%’ rule, the ‘lead user’ concept, and paying for innovative ideas. In addition, he reports on the effective development and use of the ‘Minority Report’ at Motorola and notes some of the obstacles that other companies have experienced in attempting to adopt this practice. The author concludes with thoughts on ways to facilitate technology transfer to large companies, stressing that obstacles can be created by the attitudes of inventors as well as by company cultures, and that transfer can be facilitated by a better understanding on both sides of the problems and issues involved.

scholarly journals Developing strategic plans for an aligned approach to 21st century skills integration

2021 ◽  
Author(s):  
Claire Scoular ◽  
Ian Teo
Keyword(s):  
21St Century ◽  
21St Century Skills ◽  
Creative Thinking ◽  
Strategic Plan ◽  
Lessons Learned ◽  
Asia Pacific ◽  
Education Systems ◽  
Knowledge Based ◽  
The Pacific ◽  
Innovation And Technology

This report describes an online course developed to support education systems to build an aligned and sustainable approach to integration of 21st Century Skills (21CS). 21CS are those skills that are considered particularly important to succeed in today’s knowledge-based society in which innovation and technology are predominant. Prominent examples include critical thinking, creative thinking, and collaboration, and such skills need to be better understood in order for them to be integrated. While different countries may have their own frameworks or priorities surrounding 21CS, a consistent approach to integration can still be achieved with a shared understanding from all stakeholders within the system. The course objectives focused on supporting countries to develop a strategic plan for 21CS integration, providing resources to aid that plan, and building capacity to implement the plan. The specific learning objectives were to: Understand components and steps leading to 21CS alignment; Conduct a needs analysis, identifying which steps are currently being met, and which steps need more attention; Develop a strategic plan, identifying which steps are to be prioritized and in which order; Gain insights from other education systems from reflections on successful developments and lessons learned; and Engage in discussion within education systems and with other countries about the emerging area of skills integration, as well as identify future directions. Course participants joined from across 16 Asia Pacific countries and from the Education Quality and Assessment Programme for the Pacific Community (EQAP). The course comprised of eight modules that were spread over three weeks, with content hosted online through the Moodle platform.Each module consisted of pre-recorded video content (30-60 minutes) and team and/or individual activities. The modules were supported by three live sessions that allowed participants to ask questions and share reflections in real time. The course concluded with a webinar that consisted of presentations that were delivered by one member from each Core Strategy Team who shared their team’s strategic plan and reflections from this course.

scholarly journals Role of innovations and knowledge – infrastructure and institutions

2010 ◽  
Vol 4 (3-4) ◽  
pp. 7-10
Author(s):  
András Nábrádi
Keyword(s):  
National Income ◽  
Knowledge Generation ◽  
Knowledge Based ◽  
Knowledge Infrastructure ◽  
Knowledge Based Economy ◽  
Long Run ◽  
European Institute ◽  
Innovation And Technology ◽  
Capital Development

There is a well known saying: Research converts money into knowledge, innovation converts knowledge into money. The knowledge-based economy has four pillars: innovation, education, the economic and institutional regime, and information infrastructure. Transformation towards a knowledge-based economy will necessarily shift the proportion and growth of national income derived from knowledge-based industries, the percentage of the workforce employed in knowledge-based jobs and the ratio of firms using technology to innovate. Progress towards a knowledge-based economy will be driven by four elements: human capital development, knowledge generation and exploitation (R&D), knowledge infrastructure. Increased investment in these four areas will certainly have an impact. National experience, however, suggests that an incremental approach will not work. Nations that have achieved accelerated growth in outputs and capabilities have acted decisively, targeting investments in areas of strategic opportunity. The organizational and infrastructural improvement of research requires supranational cooperation and the promotion of the free movement of knowledge. Therefore, the EU decision on the establishment of the European Institute of Innovation and Technology (EIT), which ensures that the GDP proportion for research and development (R&D) shall achieve 3% stipulated by member states in the long run, is particularly welcome.

Knowledge Infrastructure

2012 ◽  
pp. 1476-1491
Author(s):  
Sujeeva Setunge ◽  
Arun Kumar
Keyword(s):  
Socioeconomic Development ◽  
Research Training ◽  
Critical Issue ◽  
Endogenous Development ◽  
Knowledge Assets ◽  
Technology Knowledge ◽  
Knowledge Based ◽  
Knowledge Infrastructure ◽  
Infrastructure Provision ◽  
Innovation And Technology

Urban infrastructure along the hard forms such as roads, electricity, water and sewers also includes the soft forms such as research, training, innovation and technology. Knowledge and creativity are keys to soft infrastructure and socioeconomic development. Many city administrations around the world adjust their endogenous development strategies increasingly by investing in soft infrastructure and aiming for a knowledge-based development. At this point, the mapping and management of knowledge assets of cities has become a critical issue for promoting creative urban regions. The chapter scrutinizes the relations between knowledge assets and urban infrastructures and examines the management models to improve soft infrastructure provision.

Who Finds what in Usability Evaluation

1998 ◽  
Vol 42 (19) ◽  
pp. 1341-1345 ◽  
Author(s):  
Limin Fu ◽  
Gavriel Salvendy ◽  
Lori Turley
Keyword(s):  
Human Factor ◽  
User Performance ◽  
Practical Application ◽  
Web Based ◽  
Rule Based ◽  
Knowledge Based ◽  
Usability Problems ◽  
Different Types ◽  
Types Of Information ◽  
Different Levels

For different levels of user performance, different types of information are processed and users will make different types of errors. Based on the error's immediate cause and the information being processed, usability problems can be classified into three categories. They are usability problems associated with skill-based, rule-based, knowledge-based levels of performance. In this paper, a user interface for a Web-based software program was evaluated by two groups - human factor experts and users. The experiment discovered that human factor experts are more effective than users in identifying usability problems associated with skill-based and rule-based levels of performance. Users are more effective than human factor experts in finding usability problems associated with the knowledge-based level of performance. The practical application of this research is also discussed in the paper.

scholarly journals The Influence Of Human Capital On The Innovativeness Of Firms

2010 ◽  
Vol 9 (9) ◽  
Author(s):  
Helena Santos-Rodrigues ◽  
Pedro Figueroa Dorrego ◽  
Carlos Fernandez Jardon
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Process Innovation ◽  
Three Dimensions ◽  
Management Innovation ◽  
Innovative Behavior ◽  
Innovative Performance ◽  
Knowledge Based

Despite the importance of innovation and innovativeness within today’s economy, we know little about how intellectual capital of firms can contribute to a superior innovation at the firm’s level. Based on resources and knowledge-based views of firms we developed a hypothesis linking three dimensions of human capital (component of the intellectual capital) and the innovativeness of firms. As a representation of the firm’s innovativeness, we consider the product, process and management innovation. Using a survey from 68 firms working on the auto components sector, established in the Northern of Spain and Northern of Portugal, we found firstly, that innovativeness has two main dimensions, perfectly differentiated, the product-process innovation and the management innovation; secondly that the human capital dimensions (formation and knowledge creation, innovative behave, and incentives to innovation) influences differently each type of innovativeness capacity. We found that the different human capital dimension influences directly, only, the product-process innovativeness. More specifically only the innovative behavior and the incentives to innovation influence the product-process innovativeness. The formation and knowledge creation dimension doesn’t influence directly either the product-process innovativeness or the management innovativeness. Moreover, none of the human capital dimensions considered influence the management innovativeness directly. These results highlight the importance of human capital on innovative performance, and it allows identification of  the most important dimensions that influence directly the different innovativeness capacities and more broadly, highlight the value of intellectual capital as a competitive advantage in contemporary times.

Regional Innovation System in Lower Silesia

2013 ◽  
pp. 134-152 ◽  
Author(s):  
Miroslaw Miller
Keyword(s):  
Regional Scale ◽  
Innovation System ◽  
Regional Innovation ◽  
Structural Funds ◽  
Knowledge Based ◽  
Knowledge Triangle ◽  
Knowledge Based Economy ◽  
Innovation And Technology ◽  
Knowledge Intensive ◽  
Lower Silesia

Knowledge Based Economy is the key to realize the Lisbon strategy for Europe on global and regional scale. Wroclaw’s EIT Plus strategy will stimulate knowledge-intensive growth of Wroclaw and the Lower Silesia region by concerted effort of the knowledge triangle stakeholders. The cooperation with the neighbouring regions will contribute to establishing a significant knowledge-based economy region in this part of Central Europe and, consequently, should also lead to strengthening the economic position of Poland. EIT Plus Programme refers to the goals of the visionary EC initiative to establish the European Institute of Innovation and Technology. Initial financing for the EIT Plus Programme of ca 200 Mio. € comes from the EU structural funds for 2008-2014. Several core projects for implementation of the EIT Plus programme have been prepared by a new entity, Wroclaw Research Centre EIT Plus Ltd being a company established in 2008 by the City of Wroclaw, the Lower Silesia Region and Wroclaw universities.

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